Organizational Culture and Leadership

5th edition

Edgar H. Schein, Peter Schein

Die Leseprobe wird geladen.
Buch (Taschenbuch, Englisch)
Buch (Taschenbuch, Englisch)
Fr. 94.90
Fr. 94.90
inkl. gesetzl. MwSt.
inkl. gesetzl. MwSt.
wird besorgt, Lieferzeit unbekannt Versandkostenfrei
wird besorgt, Lieferzeit unbekannt
Versandkostenfrei

Weitere Formate

Taschenbuch

Fr. 94.90

Accordion öffnen

eBook

ab Fr. 55.00

Accordion öffnen

Beschreibung

The book that defined the field, updated and expanded for today's organizations
Organizational Culture and Leadership is the classic reference for managers and students seeking a deeper understanding of the inter-relationship of organizational culture dynamics and leadership. Author Edgar Schein is the 'father' of organizational culture, world-renowned for his expertise and research in the field; in this book, he analyzes and illustrates through cases the abstract concept of culture and shows its importance to the management of organizational change. This new fifth edition shows how culture has become a popular concept leading to a wide variety of research and implementation by various organizations and expands the focus on the role of national cultures in influencing culture dynamics, including some practical concepts for how to deal with international differences.
Special emphasis is given to how the role of leadership varies with the age of the organization from founding, through mid-life to old age as the cultural issues vary at each stage. How culture change is managed at each stage and in different types of organizations is emphasized as a central concern of leader behavior..
This landmark book is considered the defining resource in the field. Drawing on a wide range of research, this fifth edition contains 25 percent new and revised material to provide the most relevant new concepts and perspectives alongside the basic culture model that has helped to define the field.
Dig into assumptions and typologies to decipher organizational culture
* Learn how culture begins, thrives, or dies with leadership
* Manage cultural change effectively and appropriately
* Understand the leader's role in managing disparate groups
The resurgence of interest in organizational culture has spurred an awakening in research, and new information is continuously coming to light. Outdated practices are being replaced by more effective methods, and the resulting shift affects organizations everywhere. Organizational Culture and Leadership is an essential resource for scholars, consultants and leaders seeking continuous improvement in the face of today's business realities.

Produktdetails

Einband Taschenbuch
Seitenzahl 416
Erscheinungsdatum 03.02.2017
Sprache Englisch
ISBN 978-1-119-21204-1
Reihe The Jossey-Bass Business and Management Series (US)
Verlag John Wiley & Sons
Maße (L/B/H) 23.2/17.7/2.5 cm
Gewicht 662 g
Auflage 5. Auflage

Kundenbewertungen

Es wurden noch keine Bewertungen geschrieben.
  • Artikelbild-0
  • Acknowledgments ix
    Preface xiii
    Foreword xv
    About the Authors xxiii
    Part One: Defining the Structure of Culture
    1. How to Define Culture in General 3
    The Problem of Defining Culture Clearly 3
    Summary and Conclusions 14
    Suggestions for Readers 16
    2. The Structure of Culture 17
    Three Levels of Analysis 17
    Summary and Conclusions 29
    Suggestions for Readers 30
    3. A Young and Growing U.S. Engineering Organization 31
    Case 1: Digital Equipment Corporation in Maynard, Massachusetts 31
    Summary and Conclusions 42
    Suggestions for Readers 43
    4. A Mature Swiss-German Chemical Organization 45
    Case 2: Ciba-Geigy Company in Basel, Switzerland 45
    Can Organizational Cultures Be Stronger than National Cultures? 55
    Summary and Conclusions 56
    Questions for Readers 59
    5. A Developmental Government Organization in Singapore 61
    Case 3: Singapore's Economic Development Board 61
    The EDB Nested Cultural Paradigms 63
    Summary and Conclusions: The Multiple Implications of the Three Cases 73
    Questions for Readers 75
    Part Two: What Leaders Need to Know about Macro Cultures
    6. Dimensions of the Macro-Cultural Context 81
    Travel and Literature 81
    Survey Research 82
    Ethnographic, Observational, and Interview-Based Research 86
    Human Essence and Basic Motivation 96
    Summary and Conclusions 102
    Questions for Readers 104
    7. A Focused Way of Working with Macro Cultures 105
    Cultural Intelligence 107
    How to Foster Cross-Cultural Learning 109
    The Paradox of Macro Culture Understanding 117
    Echelons as Macro Cultures 118
    Summary and Conclusions 121
    Suggestion for the Change Leader: Do Some Experiments with Dialogue 122
    Suggestion for the Recruit 123
    Suggestion for the Scholar or Researcher 123
    Suggestion for the Consultant or Helper 123
    Part Three: Culture and Leadership through Stages of Growth
    8. How Culture Begins and the Role of the Founder of Organizations 127
    A Model of How Culture Forms in New Groups 127
    The Role of the Founder in the Creation of Cultures 130
    Example 1: Ken Olsen and DEC Revisited 132
    Example 2: Sam Steinberg and Steinberg's of Canada 136
    Example 3: Fred Smithfield, a "Serial Entrepreneur" 140
    Example 4: Steve Jobs and Apple 142
    Example 5: IBM--Thomas Watson Sr. and His Son 144
    Example 6: Hewlett and Packard 144
    Summary and Conclusions 146
    Suggestions for Readers 147
    Implications for Founders and Leaders 147
    9. How External Adaptation and Internal Integration Become Culture 149
    The Socio-Technical Issues of Organizational Growth and Evolution 150
    Issues around the Means: Structure, Systems, and Processes 158
    Summary and Conclusions 178
    Suggestion for the Culture Analyst 179
    Suggestion for the Manager and Leader 179
    10. How Leaders Embed and Transmit Culture 181
    Primary Embedding Mechanisms 183
    Secondary Reinforcement and Stabilizing Mechanisms 196
    Summary and Conclusions 204
    Questions for Researchers, Students, and Employees 206
    11. The Culture Dynamics of Organizational Growth, Maturity, and Decline 207
    General Effects of Success, Growth, and Age 208
    Differentiation and the Growth of Subcultures 211
    The Need for Alignment between Three Generic Subcultures: Operators, Designers, and Executives 221
    The Unique Role of the Executive Function: Subculture Management 229
    Summary and Conclusions 229
    Suggestions for the Reader 231
    12. Natural and Guided Cultural Evolution 233
    Founding and Early Growth 234
    Transition to Midlife: Problems of Succession 237
    Organizational Maturity and Potential Decline 245
    Summary and Conclusions 250
    Questions for Readers 251
    Part Four: Assessing Culture and Leading Planned Change
    13. Deciphering Culture 255
    Why Decipher Culture? 255
    How Valid Are Clinically Gathered Data? 262
    Ethical Issues in Deciphering Culture 263
    Professional Obligations of the Culture Analyst 266
    Summary and Conclusions 267
    Questions for the Reader 269
    14. The Diagnostic Quantitative Approach to Assessment and Planned Change 271
    Why Use Typologies, and Why Not? 272
    Typologies that Focus on Assumptions about Authority and Intimacy 278
    Typologies of Corporate Character and Culture 281
    Examples of Survey-Based Profiles of Cultures 285
    Automated Culture Analysis with Software-as-a-Service 288
    Summary and Conclusions 293
    Suggestions for the Reader 295
    15. The Dialogic Qualitative Culture Assessment Process 297
    Case 4: MA-COM--Revising a Change Agenda as a Result of Cultural Insight 298
    Case 5: U.S. Army Corps of Engineers Reassessing Their Mission 302
    Case 6: Apple Assessing Its Culture as Part of a Long-Range Planning Process 307
    Case 7: SAAB COMBITECH--Building Collaboration in Research Units 311
    Case 8: Using A Priori Criteria for Culture Evaluation 313
    What of DEC, Ciba-Geigy, and Singapore? Did Their Cultures Evolve and Change? 314
    Summary and Conclusions 315
    Suggestion for the Reader 317
    16. A Model of Change Management and the Change Leader 319
    The Change Leader Needs Help in Defining the Change Problem or Goal 320
    General Change Theory 321
    Why Change? Where Is the Pain? 322
    The Stages and Steps of Change Management 323
    Cautions in Regard to "Culture" Change 337
    Summary and Conclusions 339
    Suggestions for Readers 341
    17. The Change Leader as Learner 343
    What Might a Learning Culture Look Like? 344
    Why These Dimensions? 349
    Learning-Oriented Leadership 350
    A Final Thought: Discover the Culture within My Own Personality 354
    References 355
    Index 367